Fit By Founding, Fit By Adaptation: Reconciling Conflicting Organization Theories With Logical Formalization

Péli, Gábor

doi:10.5465/amr.2009.36982643

Cited by 31 publications

(25 citation statements)

References 25 publications

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“…The question of how the history of a firm determines its present state remains a key issue in organization and strategy studies (Péli, ; Rowlinson et al, ; Vergne and Durand, ). It is formally addressed as a ‘path dependence’ proposition, and its theoretical arguments have been of increasing interest in recent management studies (e.g., Garud et al, ; Gruber, ; Koch, ; Sydow et al, ; Vergne and Durand, ).…”

Section: Introductionmentioning

confidence: 99%

Institutional Regime, Opportunity Space and Organizational Path Constitution: Case Studies of the Conversion of Military Firms in China

Jing

Benner

2015

J Management Studies

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This study examines organizational path constitution from an institutional regime view. The research setting is the conversion of military firms to the civilian market in China since the country's economic reform in 1978. We begin with a questionnaire survey to better understand the situation and context of military conversion, and then conducted an embedded multiple-case study method that shows how different patterns of organizational path constitution arise from a process of change efforts, change outcomes and opportunity space. Our context further allows us to examine how heterogeneous locally-based institutional regimes affect the opportunity space of embedded organizations, enabling or constraining their change actions. The overall contribution is a theoretical model that reveals the relations between heterogeneous institutional regimes, opportunity spaces and organizational path constitution. Our findings have implications for the path dependence literature.

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Section: Introductionmentioning

confidence: 99%

Institutional Regime, Opportunity Space and Organizational Path Constitution: Case Studies of the Conversion of Military Firms in China

Jing

Benner

2015

J Management Studies

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“…Ao se ilustrar empiricamente como os processos de seleção e adaptação em níveis distintos infl uenciaram a evolução da Plantar, o presente trabalho é um exemplo de como as perspectivas teóricas -seleção e adaptação organizacional -, que historicamente têm sido consideradas diametralmente opostas LEWIN, 2003;PELI, 2009), podem ser utilizadas conjuntamente, sob a rubrica coevolução, para se entender a evolução organizacional. Para Lewin e Volberda (1999, p. 523), os estudos que, de alguma forma, se esforçam por considerar tanto o determinismo ambiental quanto a escolha estratégica estão ganhando fôlego no âmbito organizacional à medida que se constituem em alternativa teórica para minimizar os vieses inerentes à utilização isolada de uma dessas perspectivas.…”

Section: Discussão Dos Resultados E Implicações Teóricasunclassified

(Co)evolução organizacional: trajetórias de regulamentação ambiental das indústrias de ferro-gusa e de silvicultura e da plantar

et al. 2011

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Tomando-se como referência teórica a perspectiva coevolucionária, o presente estudo tem como objetivo analisar a evolução organizacional. Considera-se que tal evolução é um fenômeno entrelaçado e, portanto, indissociável das alterações que ocorrem na população organizacional e no ambiente. Com esse enquadramento teórico, realizou-se um estudo de caso de caráter qualitativo e perspectiva longitudinal, o qual permitiu a identificação de três trajetórias interdependentes que representaram os níveis coevolucionários macro (ambiente), meso (população organizacional) e micro (organização). Os resultados da pesquisa indicam que a evolução organizacional foi marcada por múltiplos níveis causais e alteração de papéis das três trajetórias em relação à direção causal. Ademais, tais alterações se manifestaram em intervalos temporais assincrônicos. Em nível teórico, tal resultado chama atenção para a atuação, ora isolada, ora conjunta, dos mecanismos de seleção e adaptação na evolução organizacional.

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“…This network‐deepening orientation imprinted by early founding institutional conditions created a strong tendency toward network inertia and made the early cohort's adaptation difficult. However, when a later cohort of entrepreneurs entered the market during the new institutional period, they enact “fit by founding” (Peli, ). The more favorable regulative institutions, along with new relational norms, values, and beliefs, contributed to network broadening.…”

Section: Discussionmentioning

confidence: 99%

“…Our study contributes to understanding how entrepreneurs construct and adapt network configurations to fit changing institutional environments (Peli, 2009). Our findings show that institutional conditions at founding affect entrepreneurs' network actions-i.e., how they create, use, and develop ties (Jack, 2010)-and that these networking actions can exhibit inertia even after institutional changes cause them to become maladaptive.…”

Section: Introductionmentioning

confidence: 99%

Fit by adaptation or fit by founding? A comparative study of existing and new entrepreneurial cohorts in China

Zhang

Tan

2015

Strat. Mgmt. J.

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Extant research provides ambiguous views on the network adaptability of existing ventures and new ventures during environmental change. Applying an institutional perspective, this research aims to provide a clearer picture by comparing the adaptation and network configurations of existing vs. new entrepreneurial cohorts during China's institutional change after 1992. The qualitative and quantitative analyses show that the existing cohort of entrepreneurs displays network inertia, in that they largely maintain strong tie‐based political and market networks; the new cohort instead demonstrates better adaptation by establishing fewer political networks but more weak and diverse market networks. This comparative research unpacks the institutional mechanisms underlying such differences, and serves as a ground for future investigations dealing with the strategic actions of different entrepreneurial cohorts that are largely neglected in previous studies. Copyright © 2014 John Wiley & Sons, Ltd.

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Fit By Founding, Fit By Adaptation: Reconciling Conflicting Organization Theories With Logical Formalization

Cited by 31 publications

References 25 publications

Institutional Regime, Opportunity Space and Organizational Path Constitution: Case Studies of the Conversion of Military Firms in China

Institutional Regime, Opportunity Space and Organizational Path Constitution: Case Studies of the Conversion of Military Firms in China

(Co)evolução organizacional: trajetórias de regulamentação ambiental das indústrias de ferro-gusa e de silvicultura e da plantar

Fit by adaptation or fit by founding? A comparative study of existing and new entrepreneurial cohorts in China

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